CHAPTER 1—ORGANIZATIONS AND ORGANIZATION THEORY
MULTIPLE CHOICE
1. Some specific challenges today's managers and organizations face includes all of the following except:
a. ethical scrutiny.
b. increasing diversity.
c. a traditional workplace.
d. globalization.
ANS: C
PTS: 1
REF: pgs. 8-11
NAT: AACSB Analytic | AACSB Strategy
2. Outsourcing firms in low-wage countries can often do work for ____ less than companies based in the
United States.
a. 50 to 60 percent
b. 20 to 30 percent
c. 40 to 45 percent
d. 15 to 25 percent
ANS: A
PTS: 1
REF: pg. 9
NAT: AACSB Analytic | AACSB Strategy
3. The definition of "organization" is:
a. a goal-directed entity that has members who set goals and achieve them through strategic
planning.
b. an entity with identifiable permanent boundaries.
c. a social entity that is goal-directed, has a deliberately-structured activity system, and is
linked to the external environment.
d. a business that performs work activities and contributes to its society by employing
people.
ANS: C
PTS: 1
REF: pg. 12
NAT: AACSB Reflective Thinking | AACSB Creation of Value
4. The key element of an organization is its
a. buildings and policies.
b. people and their relationships.
c. profits.
d. facilities location.
ANS: B
PTS: 1
REF: pg. 12
NAT: AACSB Reflective Thinking | AACSB Group Dynamics
5. Financial resources for nonprofit organizations usually come from all of the following except
a. the sale of competitor's products or services.
b. grants.
c. government appropriations.
d. donations.
ANS: A
PTS: 1
REF: pg. 13
NAT: AACSB Analytic | AACSB Creation of Value
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part .
6. Non-profit organization managers deal with many diverse shareholders and must market their services
to all of the following except
a. donors.
b. shareholders.
c. clients.
d. volunteers.
ANS: B
PTS: 1
REF: pg. 13
NAT: AACSB Analytic | AACSB Group Dynamics
7. The importance of organizations includes all of the following concepts except:
a. creating value for owners, customers, and employees.
b. establishing important relationships with the government.
c. facilitating innovation.
d. bringing together resources for achieving desired goals and outcomes.
ANS: B
PTS: 1
REF: pg. 14
NAT: AACSB Reflective Thinking | AACSB Creation of Value
8. Contingency factors
a. represent only the external environment.
b. are centralization and personnel ratios.
c. represent only the organization characteristics.
d. include size and environment.
ANS: D
PTS: 1
REF: pg. 20
NAT: AACSB Reflective Thinking | AACSB Strategy
9. Which of the following provides labels to describe the internal characteristics of an organization?
a. Contextual dimensions
b. Contingency analysis
c. Organizational dynamics
d. Structural dimensions
ANS: D
PTS: 1
REF: pg. 17
NAT: AACSB Analytic | AACSB Strategy
10. The 385-page book that McDonald's uses to describe all rules and procedures in each of its stores best
represents which of the following dimensions?
a. Learning theory
b. Sequential interdependence
c. Formalization
d. Specialization
ANS: C
PTS: 1
REF: pg. 18
NAT: AACSB Analytic | AACSB Strategy
11. The degree to which organizational tasks are subdivided into separate jobs is referred to as
a. formalization.
b. specialization.
c. professionalism.
d. centralization.
ANS: B
PTS: 1
REF: pg. 18
NAT: AACSB Reflective Thinking | AACSB Strategy
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part .
12. Which of the following is a contingency rather than a structural dimension of an organization?
a. Labor force
b. Culture
c. Professionalism
d. Centralization
ANS: B
PTS: 1
NAT: AACSB Analytic | AACSB HRM
REF: pg. 20
13. Compare Ternary Software with Wal-Mart (In Practice activity). These two companies illustrate the
concept that:
a. larger organizations need to have tight controls at the top.
b. successful organizations can have very different strategies and goal emphases.
c. a moderate to high level of formalization is crucial to an organization's success.
d. centralization is necessary in organizations when they face high levels of competition.
ANS: B
PTS: 1
REF: pgs. 21-22
NAT: AACSB Analytic | AACSB Strategy
14. ____ is the degree to which an organization achieves its goals.
a. Effectiveness
b. Efficiency
c. Organizational strategy
d. Stakeholder profitability
ANS: A
PTS: 1
REF: pg. 23
NAT: AACSB Reflective Thinking | AACSB Leadership Principles
15. Which of the following integrates diverse organizational activities by looking at various organizational
stakeholders and what they want from the organization?
a. Effectiveness
b. Organizational culture
c. Efficiency
d. Stakeholder approach
ANS: D
PTS: 1
REF: pg. 23
NAT: AACSB Analytic | AACSB Strategy
16. ____ refers to the amount of resources used to achieve the organization's goals.
a. Stakeholder approach
b. Effectiveness
c. Efficiency
d. Resource management
ANS: C
PTS: 1
REF: pg. 23
NAT: AACSB Reflective Thinking | AACSB Strategy
17. Managers carefully balance the needs and interests of various stakeholders in setting goals and striving
for effectiveness. This refers to
a. scientific management.
b. the stakeholder approach.
c. organization theory.
d. chaos theory.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part .
ANS: B
PTS: 1
REF: pg. 23
NAT: AACSB Reflective Thinking | AACSB Strategy
18. Scientific management, pioneered by Frederick Taylor, claimed that decisions about organizations and
job design should be based on:
a. precise, scientific procedures after careful study of individual situations.
b. the insights of practitioners.
c. leadership, motivation, and human resource management.
d. management theory.
ANS: A
PTS: 1
REF: pg. 25
NAT: AACSB Reflective Thinking | AACSB Strategy
19. Scientific management was:
a. pioneered by Henri Fayol.
b. an outgrowth of the Hawthorne studies which found that people performed best in an
environment of clearly specified, narrow job task.
c. focused on effectiveness rather than efficiency.
d. successful at increasing output, in part through the use of incentive systems.
ANS: D
PTS: 1
REF: pg. 25
NAT: AACSB Reflective Thinking | AACSB Strategy
20. ____ emphasized designing and managing organization on an impersonal, rational basis through such
elements as clearly defined authority and responsibility, formal record keeping, and uniform
application of standard rules.
a. The Hawthorne Studies
b. Scientific management
c. The bureaucratic organization
d. Contingency theory
ANS: C
PTS: 1
REF: pg. 27
NAT: AACSB Analytic | AACSB Leadership Principles
21. Interpretations of ____ concluded that positive treatment of employees improved their motivation and
productivity.
a. bureaucratic organizations
b. stakeholder approaches
c. scientific management
d. the Hawthorne Studies
ANS: D
PTS: 1
REF: pg. 27
NAT: AACSB Analytic | AACSB Motivation Concepts
22. Contingency means that:
a. organizations should be structured loosely.
b. management structure is determined by the era or times.
c. one thing depends on other things, such as structure depending on environment.
d. the key contingent of workers should be college graduates.
ANS: C
PTS: 1
REF: pg. 28
NAT: AACSB Reflective Thinking | AACSB Strategy
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part .
23. John Black, a management consultant, successfully implemented an MBO program on his first
consulting job. He now recommends MBO to all his clients. In so doing, our text would say the main
point is that he is ignoring:
a. the latest techniques for solving problems.
b. the principles of contingency theory.
c. the external environment of the organization.
d. the internal environment of the organization.
ANS: B
PTS: 1
REF: pg. 28
NAT: AACSB Analytic | AACSB Strategy
24. The technical core refers to:
a. the computer hardware that runs information processing in the organization.
b. the people who do the basic work of the organization, producing product and service
outputs.
c. administrators who run the organization.
d. top management that has been promoted from within and thereby knows the inner core of
organizational processes.
ANS: B
PTS: 1
REF: pg. 28
NAT: AACSB Analytic | AACSB Operations Management
25. Mintzberg's five basic parts of an organization include all except which of the following?
a. Administrative support
b. Management
c. Technical support
d. Computer infrastructure
ANS: D
PTS: 1
REF: pgs. 28-29
NAT: AACSB Analytic | AACSB Strategy
26. Functions such as human resources, organizational development, the employee cafeteria, and
maintenance staff refer to which of the following five basic parts of an organization?
a. Technical support
b. Human infrastructure
c. Administrative support
d. None of these
ANS: C
PTS: 1
NAT: AACSB Analytic | AACSB HRM
REF: pg. 29
27. ____ is the subsystem responsible for directing and coordinating other parts of the organization.
a. The technical core
b. Management
c. Human Resources
d. Accounting
ANS: B
PTS: 1
REF: pg. 29
NAT: AACSB Reflective Thinking | AACSB Leadership Principles
28. The science of ____ suggests that relationships in complex, open systems are nonlinear and made up
of numerous interconnections and divergent choices that create unintended effects and render the
whole unpredictable.
a. organization theory
b. chaos theory
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part .
c. meso theory
d. bureaucracy theory
ANS: B
PTS: 1
REF: pg. 34
NAT: AACSB Reflective Thinking | AACSB Operations Management
29. Which of the following has discretion and responsibility, allowing the person to use his or her
discretion and ability to achieve an outcome or meet a goal?
a. Stakeholder
b. Norm
c. Task
d. Role
ANS: D
PTS: 1
REF: pg. 30
NAT: AACSB Analytic | AACSB Individual Dynamics
30. Which of the following is not an element of organizational design?
a. Structure
b. Systems
c. Technological advances
d. Tasks
ANS: C
PTS: 1
REF: pgs. 30-31
NAT: AACSB Analytic | AACSB Creation of Value
31. The primary level of analysis in organization theory is on the ____, with some concern for the ____
and the ____.
a. departments, employees, environment
b. organization, environment, departments
c. environment, organization, departments
d. organization, environment, individual
ANS: B
PTS: 1
REF: pg. 35
NAT: AACSB Analytic | AACSB Strategy
32. The study of organizational behavior is:
a. different from the study of organization theory because of a different focus.
b. the same thing as the study of organization theory.
c. an "umbrella" that encompasses the study of organization theory.
d. a subset of organization theory.
ANS: A
PTS: 1
REF: pg. 35
NAT: AACSB Reflective Thinking | AACSB Leadership Principles
33. Which of the following describes the study of organizational behavior?
a. The same as the study of organization theory
b. A macro analysis of the whole organization
c. Focus on people, structure, and environment
d. A micro approach focusing on the individual
ANS: D
PTS: 1
REF: pg. 35
NAT: AACSB Analytic | AACSB Individual Dynamics
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part .
34. A poll by the Association of Executive Search Consultants found _____, _____, and _____ to be the
top three countries in which companies want star talent, reflecting these organizations’ increasing
investment in those regions.
a. China; India; Brazil
b. the United States; Germany; Japan
c. England; Australia; the United States
d. Japan; Afghanistan; Poland
ANS: A
PTS: 1
REF: pg. 8
NAT: AACSB Analytic | AACSB Environmental Influence
35. A survey of 20,000 people in 19 countries, conducted by market research firm GfK for The Wall Street
Journal found that _____ percent of respondents believe cheating in business is more common today
than it was 10 years ago.
a. 10
b. 25
c. 55
d. 75
ANS: C
PTS: 1
REF: pg. 9
NAT: AACSB Ethics | AACSB Ethical Responsibilities
36. _____ refers to economic development that generates wealth and meets the needs of the current
generation while saving the environment so future generations can meet their needs as well.
a. Decentralization
b. Recycling
c. Scientific management
d. Sustainability
ANS: D
PTS: 1
REF: pgs. 9-10
NAT: AACSB Ethics | AACSB Ethical Responsibilities
37. Wal-Mart has implemented an energy-efficient trucking fleet, is increasing its use of green materials
in buildings, and aims to eliminate all the company’s landfill waste by 2025. Wal-Mart is focusing its
efforts on which of the following?
a. The levels of analysis
b. Sustainability
c. Scientific management
d. Environmental management
ANS: B
PTS: 1
REF: pg. 10
NAT: AACSB Reflective Thinking | AACSB Ethical Responsibilities
38. Hispanics will make up _____ percent of the workforce by 2018.
a. 8.2
b. 17.6
c. 50.7
d. 68.9
ANS: B
PTS: 1
REF: pg. 11
NAT: AACSB Diversity | AACSB Environmental Influence
39. _____ dimensions provide labels to describe the internal characteristics of an organization.
a. Contingency
b. Structural
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part .
c. Stakeholder
d. Subsystem
ANS: B
PTS: 1
REF: pg. 17
NAT: AACSB Analytic | AACSB Creation of Value
40. _____ describes who reports to whom and the span of control for each manager.
a. Hierarchy of authority
b. Formalization
c. Centralization
d. Specialization
ANS: A
PTS: 1
REF: pg. 18
NAT: AACSB Analytic | AACSB Leadership Principles
41. _____ refers to the hierarchical level that has authority to make decisions.
a. Hierarchy of authority
b. Specialization
c. Centralization
d. Formalization
ANS: C
PTS: 1
REF: pg. 18
NAT: AACSB Analytic | AACSB Leadership Principles
42. _____ refers to the tools, techniques, and actions used to transform inputs into outputs.
a. Size
b. Goals
c. Organizational technology
d. Culture
ANS: C
PTS: 1
REF: pg. 20
NAT: AACSB Technology | AACSB Information Technologies
43. Administrative principles contributed to the development of which of the following?
a. The stakeholder approach
b. Scientific management
c. The Hawthorne Studies
d. Bureaucratic organizations
ANS: D
PTS: 1
REF: pg. 27
NAT: AACSB Analytic | AACSB Strategy
44. Which of the following is NOT the responsibility of middle managers?
a. Implementing at the departmental level
b. Providing direction, planning, and strategy for the organization
c. Mediating between top management and the technical core
d. Coordinating at the departmental level
ANS: B
PTS: 1
REF: pg. 29
NAT: AACSB Analytic | AACSB Strategy
45. A(n) _____ design means that the organization is characterized by machine-like standard rules,
procedures, and a clear hierarchy of authority.
a. contingency
b. chaos
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part .
c. organic
d. mechanistic
ANS: D
PTS: 1
REF: pg. 30
NAT: AACSB Analytic | AACSB Operations Management
46. A(n) _____ design means that the organization is much looser, free-flowing, and adaptive.
a. mechanistic
b. organic
c. flexible
d. centralized
ANS: B
PTS: 1
REF: pg. 30
NAT: AACSB Analytic | AACSB Operations Management
47. AT ABC Company, employees are encouraged to take care of problems by working with one another
and with customers, using their discretion to make decisions. ABC Company is a _____ organization.
a. decentralized
b. centralized
c. mechanistic
d. sustainable
ANS: A
PTS: 1
REF: pg. 30
NAT: AACSB Reflective Thinking | AACSB Leadership Principles
TRUE/FALSE
1. Global outsourcing and strategic partnering with foreign firms are related trends to gain a global
advantage.
ANS: T
PTS: 1
REF: pg. 8
NAT: AACSB Diversity | AACSB Strategy
2. Outsourcing firms in low-wage countries can often do work for 70 to 80 percent less than companies
based in the United States.
ANS: F
PTS: 1
REF: pg. 9
NAT: AACSB Analytic | AACSB Environmental Influence
3. Organizations are currently operating in a stable environment, so managers can focus on designing
structures and systems that keeps the organization running efficiently.
ANS: F
PTS: 1
REF: pg. 10
NAT: AACSB Analytic | AACSB Environmental Influence
4. Today, some companies are cooperating with their competitors, sharing information and technology to
their mutual advantage.
ANS: T
PTS: 1
REF: pg. 12
NAT: AACSB Technology | AACSB Strategy
5. A key element of an organization is a building or set of policies and procedures, not the people and
their relationships.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part .
ANS: F
PTS: 1
REF: pg. 12
NAT: AACSB Analytic | AACSB Group Dynamics
6. Financial resources for nonprofits typically come from government appropriations, grants, and
donations rather than from the sale of products or services to customers.
ANS: T
PTS: 1
REF: pg. 13
NAT: AACSB Analytic | AACSB Operations Management
7. E-business and through the use of computer-based manufacturing technologies are two ways
companies produce and distribute desirable goods and services more efficiently.
ANS: T
PTS: 1
REF: pg. 15
NAT: AACSB Technology | AACSB Information Technologies
8. One reason organizations exist is to shape the lives of all the organizational stakeholders.
ANS: F
PTS: 1
REF: pg. 12
NAT: AACSB Reflective Thinking | AACSB Creation of Value
9. The amount of written documentation in the organization is called formalization.
ANS: T
PTS: 1
REF: pg. 18
NAT: AACSB Communication | AACSB Creation of Value
10. An organization's culture is usually contained in the written policy manual.
ANS: F
PTS: 1
REF: pgs. 20-21
NAT: AACSB Diversity | AACSB Leadership Principles
11. The four structural dimensions of organization design are formalization, specialization, culture, and
environment.
ANS: F
PTS: 1
REF: pg. 18
NAT: AACSB Analytic | AACSB Creation of Value
12. Common structural variables studied as dimensions of organizations are goals, culture, and
environment.
ANS: F
PTS: 1
REF: pg. 20
NAT: AACSB Reflective Thinking | AACSB Creation of Value
13. The underlying set of key values, beliefs, understandings, and norms shared by employees is referred
to as an organization's culture.
ANS: T
PTS: 1
REF: pg. 20
NAT: AACSB Reflective Thinking | AACSB Group Dynamics
14. The nine contingency and structural dimensions are not dependent on each other.
ANS: F
PTS: 1
REF: pg. 21
NAT: AACSB Reflective Thinking | AACSB Creation of Value
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part .
15. Efficiency refers to the amount of resources used to achieve the organization's goals, whereas
effectiveness refers to the degree to which an organization achieves its goals.
ANS: T
PTS: 1
REF: pg. 23
NAT: AACSB Reflective Thinking | AACSB Strategy
16. The stakeholder approach integrates diverse organizational activities by looking at various
organizational stakeholders and what they want from the organization.
ANS: T
PTS: 1
REF: pg. 23
NAT: AACSB Diversity | AACSB Leadership Principles
17. Usually, organizations can easily satisfy the demands of all of its stakeholders simultaneously.
ANS: F
PTS: 1
REF: pg. 23
NAT: AACSB Analytic | AACSB Leadership Principles
18. The classical perspective of organization design sought to make organizations run like learning
organizations in a turbulent environment.
ANS: F
PTS: 1
REF: pg. 25
NAT: AACSB Reflective Thinking | AACSB Environmental Influence
19. Scientific management focused on the total organization and grew from the insights of practitioners.
ANS: F
PTS: 1
REF: pg. 25
NAT: AACSB Reflective Thinking | AACSB Creation of Value
20. Scientific management focused on primarily the technical core, whereas administrative principles
focused on the design and functioning of the organization as a whole.
ANS: T
PTS: 1
REF: pg. 27
NAT: AACSB Analytic | AACSB Creation of Value
21. Because of the Hawthorne Studies, a revolution in worker treatment took place and laid the
groundwork for subsequent work examining treatment of workers, leadership, motivation, and human
resource management.
ANS: T
PTS: 1
REF: pg. 27
NAT: AACSB Reflective Thinking | AACSB Leadership Principles
22. Contingency means that one thing depends on other things, and for organizations to be effective, there
must be a "goodness of fit" between their structure and the conditions of their external environment.
ANS: T
PTS: 1
REF: pg. 28
NAT: AACSB Reflective Thinking | AACSB Environmental Influence
23. For much of the twentieth century, organizations operated in a world that was relatively stable, but
today the environment can be characterized as turbulent.
ANS: T
PTS: 1
REF: pg. 10
NAT: AACSB Reflective Thinking | AACSB Environmental Influence
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part .
24. The administrative support function is a distinct function, responsible for directing and coordinating
other parts of the organization.
ANS: F
PTS: 1
REF: pg. 29
NAT: AACSB Analytic | AACSB Leadership Principles
25. The new mindset has spurred many organizations to shift from strict horizontal hierarchies to
centralized structures.
ANS: F
PTS: 1
REF: pg. 30
NAT: AACSB Analytic | AACSB Creation of Value
26. Organizations today have rigid boundaries separating them from other organizations.
ANS: F
PTS: 1
REF: pg. 12
NAT: AACSB Reflective Thinking | AACSB Group Dynamics
27. The primary level of analysis in organization theory is first line supervision.
ANS: F
PTS: 1
REF: pgs. 34-35
NAT: AACSB Analytic | AACSB Leadership Principles
28. Organization theory is a macro examination of organizational activity, emphasizing structure and
behavior of the organization level of analysis.
ANS: T
PTS: 1
REF: pg. 35
NAT: AACSB Analytic | AACSB Leadership Principles
29. Organizations are static.
ANS: F
PTS: 1
REF: pg. 8
NAT: AACSB Analytic | AACSB Strategy
30. The cliche that the world is getting smaller is dramatically true for today’s organizations.
ANS: T
PTS: 1
REF: pg. 8
NAT: AACSB Analytic | AACSB Environmental Influence
31. Sustainability refers to economic development that generates wealth and meets the needs of the current
generation while saving the environment so future generations can meet their needs as well.
ANS: T
PTS: 1
REF: pgs. 9-10
NAT: AACSB Ethics | AACSB Ethical Responsibilities
32. About half of the current population growth in the United States is due to immigration.
ANS: F
PTS: 1
REF: pg. 11
NAT: AACSB Diversity | AACSB Environmental Influence
33. Men constitute the majority of the workforce in the United States.
ANS: F
PTS: 1
REF: pg. 11
NAT: AACSB Diversity | AACSB Environmental Influence
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part .
34. The Salvation Army, the World Wildlife Fund, and Save the Children Foundation are nonprofit
organizations.
ANS: T
PTS: 1
REF: pg. 13
NAT: AACSB Reflective Thinking | AACSB Ethical Responsibilities
35. Organizations as we know them are relatively ancient in the history of humankind.
ANS: F
PTS: 1
REF: pg. 14
NAT: AACSB Analytic | AACSB Creation of Value
36. Contingency factors can be confusing because they represent both the organization and the
environment.
ANS: T
PTS: 1
REF: pg. 17
NAT: AACSB Analytic | AACSB Creation of Value
37. The size of an organization is typically measured by the number of employees.
ANS: T
PTS: 1
REF: pg. 20
NAT: AACSB Analytic | AACSB Creation of Value
38. Lisa is a citizen of a town called Flagship. Management at Best Buy is contemplating opening a store
in Flagship. Lisa can be considered a Best Buy stakeholder.
ANS: T
PTS: 1
REF: pg. 23
NAT: AACSB Reflective Thinking | AACSB Strategy
39. Self-directed teams are the fundamental work unit in highly organic organizations.
ANS: T
PTS: 1
REF: pg. 32
NAT: AACSB Analytic | AACSB Operations Management
40. A closed system must interact with the environment in order to survive.
ANS: F
PTS: 1
REF: pg. 33
NAT: AACSB Analytic | AACSB Environmental Influence
ESSAY
1. Defend this statement: Diversity is a fact of life that no organization can afford to ignore.
ANS:
Answer not provided.
PTS: 1
REF: pg. 11
NAT: AACSB Diversity | AACSB Group Dynamics
2. Define organizations and the key element of an organization.
ANS:
Answer not provided.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part .
PTS: 1
REF: pg. 12
NAT: AACSB Analytic | AACSB Group Dynamics
3. List the seven reasons organizations exist.
ANS:
Answer not provided.
PTS: 1
REF: pgs. 14-16
NAT: AACSB Reflective Thinking | AACSB Creation of Value
4. Name and define any two structural dimensions and any two contingency factors.
ANS:
Answer not provided.
PTS: 1
REF: pgs. 18-21
NAT: AACSB Reflective Thinking | AACSB Creation of Value
5. Describe the difference between formalization and specialization. Is it possible for an organization to
be high in one and low in the other or vice versa?
ANS:
Answer not provided.
PTS: 1
REF: pg. 18
NAT: AACSB Analytic | AACSB Creation of Value
6. Define effectiveness and discuss why it is sometime difficult for organizations to be effective.
ANS:
Answer not provided.
PTS: 1
REF: pg. 23
NAT: AACSB Reflective Thinking | AACSB Strategy
7. Describe three different stakeholder groups and what they expect.
ANS:
Answer not provided.
PTS: 1
REF: pgs. 23-24
NAT: AACSB Analytic | AACSB Individual Dynamics
8. Define and describe how scientific management should be used.
ANS:
Answer not provided.
PTS: 1
REF: pg. 25
NAT: AACSB Reflective Thinking | AACSB Creation of Value
9. Discuss why the Hawthorne Studies are so important to today's organizations and their workers.
ANS:
Answer not provided.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part .
PTS: 1
REF: pg. 27
NAT: AACSB Analytic | AACSB Creation of Value
10. Henry Mintzberg suggests that there are five parts to every organization. List and describe each of
these five parts.
ANS:
Answer not provided.
PTS: 1
REF: pgs. 28-30
NAT: AACSB Reflective Thinking | AACSB Leadership Principles
11. Henry Mintzberg proposed that the five parts could fit together in five basic types of organization. List
and describe these five configurations.
ANS:
Answer not provided.
PTS: 1
REF: pgs. 28-30
NAT: AACSB Reflective Thinking | AACSB Strategy
12. Discuss the chaos theory.
ANS:
Answer not provided.
PTS: 1
REF: pg. 34
NAT: AACSB Reflective Thinking | AACSB Creation of Value
13. Describe the difference between task and role. Provide an example of each.
ANS:
Answer not provided.
PTS: 1
REF: pg. 30
NAT: AACSB Reflective Thinking | AACSB Individual Dynamics
14. What are the four levels of analysis? Describe each level.
ANS:
Answer not provided.
PTS: 1
REF: pgs. 34-35
NAT: AACSB Analytic | AACSB Creation of Value
15. What are the levels of analysis that are studied in organization theory? Using any organization with
which you are familiar, state one fact about each level of analysis in that particular organization.
ANS:
Answer not provided.
PTS: 1
REF: pgs. 34-35
NAT: AACSB Analytic | AACSB Creation of Value
16. What is the difference between organization theory and organization behavior?
ANS:
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part .
Answer not provided.
PTS: 1
REF: pg. 35
NAT: AACSB Analytic | AACSB Creation of Value
17. Define "organization theory" from several perspectives that were discussed in the first chapter.
ANS:
Answer not provided.
PTS: 1
REF: pg. 35
NAT: AACSB Reflective Thinking | AACSB Creation of Value
18. You are in a job interview, and the interviewer is looking over your transcript. He says, "Oh, I see that
you took a course in organization theory and design. What is that all about?" What do you answer?
ANS:
Answer not provided.
PTS: 1
REF: pgs. 30-35
NAT: AACSB Analytic | AACSB Leadership Principles
19. Discuss the difference between a mechanistic and an organic organization design.
ANS:
Answer not provided.
PTS: 1
REF: pg. 30
NAT: AACSB Analytic | AACSB Operations Management
20. Describe the differences between centralized and decentralized organizations.
ANS:
Answer not provided.
PTS: 1
REF: pg. 30
NAT: AACSB Analytic | AACSB Operations Management
21. Describe the distinction between closed and open systems.
ANS:
Answer not provided.
PTS: 1
REF: pg. 33
NAT: AACSB Analytic | AACSB Environmental Influence
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part .